LDRLB

APRIL 23, 2012

This is a guest post form Soren Kaplan. Look everywhere for opportunities to leapfrog – Because innovation is about creating new value, look for ways to reinvent anything and everything, from products to processes to the organization’s physical environment to the rewards and metrics that motivate behavior.

Innovation 114

Innovation Kaplan Short-term Long-term 114

Strategy Driven

JULY 13, 2011

We talked extensively in this book about how accounting profits or profit growth as a sole performance metric doesn’t lead to value creation. This is what we call a business’s health , and related metrics explain how financial results were achieved and provide causal insights into future performance potential.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

LDRLB

APRIL 23, 2012

This is a guest post form Soren Kaplan. Look everywhere for opportunities to leapfrog – Because innovation is about creating new value, look for ways to reinvent anything and everything, from products to processes to the organization’s physical environment to the rewards and metrics that motivate behavior.

Innovation 113

Innovation Kaplan Short-term Long-term 113

Harvard Business Review

NOVEMBER 29, 2010

Created by Robert Kaplan and David Norton in the 1990s, this system for assessing organizational performance builds on, but goes way beyond, traditional accounting methods. As long as the new ideas cohere with ethical standards, and generally accepted accounting principles ( GAAP ), they can yield immense benefits.

Creative Accounting 14

Creative Accounting Creativity GAAP Balanced Scorecard 14

Harvard Business Review

OCTOBER 9, 2015

“The proper goal for any health care delivery system is to improve the value delivered to patients … To properly manage value, both outcomes and cost must be measured at the patient level,” Harvard’s Robert Kaplan and Michael Porter tell us. But, why do we only define patient value by outcomes and cost?

Health Care 8

Health Care Cost Kaplan Porter 8

Harvard Business Review

OCTOBER 22, 2015

The HBS team has been using Time-Driven Activity-Based Costing (TDABC), an approach initially proposed by one of us (Bob Kaplan) and Michael Porter, to help providers pursue the value-based delivery of care. One of the team’s central findings is that TDABC cannot be delegated to the finance function.

Mayo 8

Mayo Health Care Committee Project 8

Harvard Business Review

MAY 18, 2017

Kaplan’s balanced scorecard or Clayton Christensen’s disruptive innovation. Garvin stresses the importance of rigorous experiments (years before experimentation became the rallying cry for a new generation of innovators); thoughtful problem definition; and smart, well-designed metrics.

Management 9

Management Balanced Scorecard NPV Article 9